Jira, a martial art?
No, Jira isn't a martial art. However, in my opinion, there are some parallels between successful implementations of tools like Jira and certain martial arts techniques. The goal in both disciplines is the same: the perfect use of the chosen tools!
The challenge
Manufacturers like Atlassian provide us with the most innovative tools, which can fulfill virtually all our needs. And that's fantastic! Because teams are as diverse as the individuals who make up a team.
The numerous configuration and customization options practically encourage the individuality of each team. It's no wonder that many teams and companies reach a point where these tailor-made solutions clash, and the resulting complexity leads to friction.
I often hear that our system is overconfigured.
One possible solution
Many of our clients approach us seeking help to unravel the aforementioned complexity in Jira. However, the customizations made make the solution highly individual, which is why there's no standard approach to simplification. Our solution is based on Lean Management methods, which originated in Japan (Toyota).
Avoid complexity and learn
It is better to limit complexity to the necessary minimum from the outset than to reduce it retrospectively. This is where the analogy to Japanese martial arts comes into play. Every student is aware that they must follow a certain learning curve in order to steadily improve.
The Japanese martial art calls the associated principle ShuHaRi, which also encompasses the three learning phases to become a master:
- Shu Phase: Learning proven disciplines
- Ha: Modifying traditional forms
- Ri: Principles are so deeply ingrained that improvisation is allowed at will
What does this mean specifically for our Jira implementation?
The Shu phase forms the foundation. Focus on your work, instead of mapping your work into the tool:
- No new issue types
- No or only simple enhancements to the workflows
- Simple masks that contain the information you need
- Only add new fields if absolutely necessary. Describe the long-term benefits of the field before adding it
Use your experiences from the Ha phaseto make the expansions that will truly benefit you as a team:
- Keep process control with the teams and do not delegate it to a tool
- Keep it simple
- Every additional field impacts performance… And this doesn't primarily refer to technical performance. More fields also mean more potential for misunderstandings. The premise is:
- No data is less bad than incorrect data!
- Don't constantly reinvent the wheel. Exchange ideas with teams around the world.
Welcome to the Ri phase! You know your tools inside and out, using them instinctively and virtuously. You decide for yourself how to use your tools most effectively and combine them skillfully.
- Continue to reduce ballast
- You see potential for meaningful automation, do it!
- And remember: a master enjoys teaching inquisitive students.
Reduce complexity
Often, you don't start from scratch. While the existing rest stops can still be taken into account, the system's complexity must first be actively reduced. Managing complex systems is not a challenge specific to IT and has been a part of various industries for some time.
It's quickly recognized that complexity negatively impacts process and system efficiency. We help our customers quickly identify and eliminate the technical causes using Atlassian Performance Analysis.
Another approach from Lean Management that can help us optimize how we use our tools is the 5S method (also known as the 5A method).
Its primary goal is to create a "tidy workplace" in knowledge work environments, involving the entire team in the process. These are principles that, of course, are tailored to the specific needs of each team. Open communication and a commitment to continuous improvement are crucial.
- Seiri – Sorting:
Free yourself from information you don't need. - Seiton – Tidying Up:
Design your processes and templates according to team needs - Seiso – Workplace Cleanliness.
The principle aims at the rapid identification of defects, as these are more readily apparent in a clean workplace. In the context of knowledge work, cleanliness can be described as logical, complete, and accurate documentation. Clean work! - Seiketsu – Making an order a rule:
Jira already does a lot of the work for you here, as you define your rules within it. Make these rules explicit and adhere to them! If a rule doesn't make sense, change it. - Shitsuke – Continuous Improvement:
All points should be adhered to and continuously improved (Kaizen). This requires discipline and space for discussion. Why not address Jira in a retrospective?
Finally, it's nice to see that Atlassian is also adopting certain basic Japanese principles. For example, the Jira interface will now be based on the bento box principle, placing information where it's actually needed – Seiton!
Feedback is important to Atlassian, so take advantage of every opportunity to provide it directly. The next big chance to do so is at the Atlassian Summit 2019!
